Original Research

Analysing the differences between theoretical and implemented supply chain strategies in selected organisations

Danie J. Nel, Johanna A. Badenhorst-Weiss
Journal of Transport and Supply Chain Management | Vol 5, No 1 | a79 | DOI: https://doi.org/10.4102/jtscm.v5i1.79 | © 2011 Danie J. Nel, Johanna A. Badenhorst-Weiss | This work is licensed under CC Attribution 4.0
Submitted: 30 November 2011 | Published: 30 November 2011

About the author(s)

Danie J. Nel, University of South Africa, South Africa
Johanna A. Badenhorst-Weiss, University of South Africa, South Africa

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Abstract

Organisations can use supply chain strategies to gain a competitive advantage for the supply chain. A competitive advantage can be achieved by means of low cost or by means of differentiation. However, organisations have to implement the correct supply chain strategy. Returns on investment can be compromised if organisations implement an incorrect supply chain strategy. The objective of the article is to analyse the differences between theoretically implied and implemented supply chain strategies within selected organisations. The differences between supply chain strategies implied by literature and those implemented by selected organisations are analysed by determining how the organisations are managing their supply chain drivers. Organisations with lean supply chains should manage their supply chain drivers to achieve efficiency, while organisations with agile supply chains should manage their supply chain drivers with responsiveness towards customers' needs in mind. Non-probability sampling was used to include 13 organisations in the research. Six organisations are implementing different supply chain strategies to what literature principles are suggesting to them based on specific supply chain characteristics. An analysis is done on how these six organisations are managing their supply chain drivers.

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